MIKE HUK
Disruption is inevitable.
Failure doesn’t have to be.
I build the capabilities that keep essential services running.
From frontline emergency response to enterprise business continuity, my work focuses on one question:
Can an organization actually perform when disruption occurs?
The Problem
The plan isn't the capability.
A plan can tell people what to do.
Capability determines whether they actually can.
⌲ RESPOND
⌲ RECOVER
⌲ CONTINUE
The objective of resilience isn't simply to survive disruption.
It's to keep operating through it.
Currently Building
A different way to think about business continuity.
Moving the focus from documentation to capability.⌲ What people have
⌲ What they can do
⌲ What has been validated
⌲ How the organization improves
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©2026 mikehuk.com
01 // THINK
Rethinking resilience.
Business continuity has traditionally been measured by the quality and completeness of its plans.I think the better question is:What can the organization actually do when the plan meets reality?
That distinction changes how preparedness should be designed, measured and improved.
Capability over documentation.
Plans matter.But a plan is not proof of preparedness.Capability is.
01WHAT YOU HAVE⌲ Resources, personnel, systems, technology, information, facilities and equipment.02WHAT YOU CAN DO⌲ Processes, procedures, strategies and activities.03WHAT PEOPLE CAN PERFORM⌲ Knowledge, skills, experience and decision-making under pressure.
Test reality.
Discussion has value.But preparedness cannot live entirely in a meeting room.The real test is what happens when people, processes and technology have to perform under pressure.
Don't just exercise the plan.
Exercise the capability.
Measure what matters.
If capability can't be seen, it can't be improved.Resilience should be measurable, testable and continuously improving.
CAPABILITY → EXERCISE → LEARN → IMPROVE
The goal isn't a better plan.
It's a more capable organization.
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©2026 mikehuk.com
02 // BUILD
Building capability, not paperwork.
I'm developing a practical approach to operational resilience that puts capability at the centre.
The goal is simple:Strengthen an organization's ability to respond, recover and continue operating when normal operations are disrupted.
THE FRAMEWORK
01RESOURCESWhat do we have?⌲ The personnel, systems, technology, information, facilities, equipment and other resources required to sustain essential work.
02PROCESSES & PROCEDURESHow do we operate?⌲ The processes, procedures, strategies and activities that allow critical work to continue.
03COMPETENCIES & SKILLSCan people perform?⌲ The knowledge, skills, experience and decision-making capability required when conditions change.
RESOURCES
+
PROCESSES
+
COMPETENCIES
= CAPABILITY
THE WORKBOOK
One place to see capability.
⌲ Each business unit maintains a practical Workbook that brings the framework together.
01ESSENTIAL WORK REGISTERWhat must continue?
02CAPABILITY SCORECARDHow capable are we today?
03EXERCISES & DRILLSHave we tested it?
04IMPROVEMENT LOGWhat did we learn?
05ANNUAL REPORT CARDAre we getting better?
THE SCORECARD
If you can't see capability, you can't improve it.
⌲ The Capability Scorecard uses simple calculations to provide a practical view of readiness across resources, processes and competencies.
RESOURCES
█ █ █ █ █ █ █ █ ░ ░PROCESSES
█ █ █ █ █ █ █ ░ ░ ░COMPETENCIES
█ █ █ ░ ░ ░ ░ ░ ░ ░
*For illustrative purposes only
Exercises & Drills
Test the capabilities and strategy.
Not just the conversation.
⌲ Tabletop exercises have value. But discussion alone can create a false sense of readiness.⌲ Where possible, exercises and drills should move into real-world validation.
Can the alternate process actually work?Can the technology be accessed?Can people perform the task?Can the organization maintain the service?
An exercise shouldn't simply produce an after-action report.
It should produce better capabilities and build confidence in our people.
PLANS
Structure without bureaucracy.
A regulated environment requires structure, governance, accountability and evidence.But structure should enable resilience—not become a substitute for it.Plans remain important. They preserve knowledge, provide reference points and help people understand what to do.But plans should enable capability, not become the measure of it.
The industry may be complex.
Preparedness doesn't have to be.
The future of continuity is capability.
This is the work I'm building now.
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©2026 mikehuk.com
03 // EXPERIENCE
Frontline to enterprise.
My career has taken me from responding to emergencies and disruptions firsthand to designing the systems and programs organizations rely on before, during and after them.
THE JOURNEY
2009—2015CITY OF TORONTOPrimary Care Paramedic⌲ Frontline emergency response.
⌲ Decision-making under pressure.
⌲ Real-world consequences.
2015—2019CITY OF TORONTOSuperintendent — Operations & Operational Planning⌲ Operational leadership.
⌲ People. Resources. Critical services.
⌲ Turning plans into action.
2019—2025REGION OF DURHAMEmergency Management Coordinator >>> Business Continuity Program Manager⌲ Enterprise preparedness.
⌲ Risk. Continuity. Organizational capability.
2025—PRESENTONTARIO POWER GENERATIONSenior Manager — Emergency Management & Business Continuity⌲ Building and evolving business continuity and operational resilience within critical infrastructure.
I've worked on both sides of the problem.
RESPONDING TO CRISIS & DISRUPTION.
DESIGNING THE PROGRAMS ORGANIZATIONS USE TO WITHSTAND IT.
That perspective shapes how I approach resilience today.
EDUCATION⌲ M.A. Disaster & Emergency Management
York University⌲ B.A. Kinesiology & Exercise Science
York University⌲ Diploma, Paramedicine
Centennial CollegePROFESSIONAL⌲ Canadian Risk Management (CRM)⌲ Associate Business Continuity Professional (ABCP)⌲ IMS 300⌲ Emergency Management / IMS Instructor
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©2026 mikehuk.com
04 // ABOUT
Why I think this way.
I started my career on the front lines as a Primary Care Paramedic with the City of Toronto.That experience shaped how I think about resilience.
When something goes wrong, there is no time to admire the plan.People need to understand what matters, make decisions and act.
I later moved into operational leadership and program management across emergency management, business continuity and enterprise risk.
Today, I serve as Senior Manager, Emergency Management & Business Continuity at Ontario Power Generation.
Both sides of the problem.
I've experienced crisis & disruption from the front line.I've managed operations.And now I design the systems and programs that help organizations prepare for it.
That experience is what drives my approach today:Practical, measurable capability over documentation for its own sake.
Beyond the work.
I'm interested in the intersection of emergency management, business continuity, risk, leadership and the practical realities of how organizations actually operate.I'm particularly interested in what happens when traditional approaches to preparedness meet a changing world -- and how organizations can build the capability to adapt.
CONTACT
Let's talk about resilience.
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©2026 mikehuk.com